Core Viewpoint - The article discusses the impact of geopolitical events on business operations, specifically focusing on the case of Lotte Group in China, highlighting how external political factors can severely affect a company's market presence and performance [1][3]. Group 1: Lotte Group's Market Entry and Initial Success - Lotte Group, one of South Korea's major conglomerates, entered the Chinese market in 1994 and initially achieved significant success in the retail sector due to its brand recognition and diversified business operations [1][3]. - The company invested heavily in China, reflecting South Korea's confidence in the Chinese market, and expanded into various sectors beyond retail [1][3]. Group 2: The Impact of the THAAD Deployment - The deployment of the THAAD missile defense system in South Korea in February 2017 led to a strong backlash from Chinese consumers, who perceived it as a threat to national security, resulting in a boycott of South Korean products [2][3]. - Lotte Group became a target of this backlash due to its close ties with the South Korean government, leading to a dramatic decline in its supermarket sales in China [2][3]. Group 3: Consequences of the Boycott - Following the THAAD incident, Lotte's business in China suffered significantly, with a sharp drop in consumer traffic and sales, despite the company's attempts to increase investment to reverse the trend [2][3]. - By the end of 2018, Lotte's global ranking plummeted from the top 100 to 304, indicating severe losses attributed to its declining presence in the Chinese market [2][3]. - By 2019, Lotte had only three stores remaining in China, and its attempts to revive its operations, such as the reopening of Lotte World in Shenyang, failed to restore its previous success [2][3]. Group 4: Shift in Business Strategy - In response to the losses in China, Lotte Group has shifted its focus towards Southeast Asia, exploring new business opportunities such as duty-free retail to regain its footing [2][3]. - Despite these efforts, the company acknowledges that its current performance in Southeast Asia does not match the previous success it experienced in China [2][3].

Core Viewpoint - The emergence of hard discount supermarkets in Nanjing, such as "Zhe Zhe Feng," is driven by supply chain reforms and data advantages, allowing them to offer competitive prices and efficient operations in the consumer market [2][5]. Supply Chain and Cost Structure - Hard discount supermarkets eliminate middlemen by directly connecting with producers or factories, ensuring freshness for perishable goods and reducing costs through customized production and private labels [2][3]. - The "Zhe Zhe Feng" model utilizes a "joint venture + self-sourcing" supply chain, with approximately 60% of products sourced directly from factories, leading to significant cost savings that benefit consumers [3]. - The example of laundry pods illustrates that traditional channels incur high marketing and brand costs, while hard discount models significantly reduce these expenses, allowing for lower prices [3][4]. Product Strategy and Store Operations - Hard discount supermarkets focus on a streamlined product selection, with "Zhe Zhe Feng" offering around 1,100 SKUs compared to traditional supermarkets that may have over 10,000 [4]. - The emphasis on high-frequency essential goods and bulk purchasing helps minimize production and labor costs, enhancing overall efficiency [4][6]. Market Trends and Consumer Behavior - The Nanjing retail market is highly competitive, with a shift in consumer preferences from "cost-performance ratio" to "quality-price ratio," indicating a demand for better quality at reasonable prices [5]. - The trend towards community-based hard discount stores is a strategic response to changing consumer behavior, aiming to provide high-quality and affordable products [5][6]. Competitive Landscape and Challenges - The entry of multiple players in the hard discount sector, including "Super Box NB" and "Aoleqi," intensifies competition, necessitating a focus on supply chain efficiency and digital capabilities [6][8]. - As the market expands into lower-tier cities, adapting to regional consumption differences while maintaining a consistent supply chain is crucial for success [8][9]. - The potential for homogenization in the market poses a risk, as increased competition may lead to a decline in customer traffic if differentiation strategies are not implemented [8][9]. Future Outlook - The competition among hard discount supermarkets will hinge on their ability to meet consumer needs through effective product selection, supply chain management, and service quality [9]. - The evolution of domestic brands in this sector is seen as a gradual process, with the potential for long-term sustainability if they can enhance their supply chain capabilities and consumer insights [9].

36氪未来消费 . 在这里看到消费的未来。36氪旗下官方账号。 过去由国产新锐品牌主导的 平替战场又多一类玩家。 以下文章来源于36氪未来消费 ，作者贺哲馨 文 ｜ 贺哲馨 编辑 ｜ 乔芊 来源｜ 36氪未来消费（ID： lslb168 ） 封面来源 ｜ IC photo 蓝色管身、银色瓶盖的鱼子精华，成分标注为"欧洲进口"。这样的组合，几乎可以来自任何一个奢华护肤品牌——它理应出现在百货商场的一楼专柜，但现 实是，它被摆在一家超市的货架上，旁边可能正堆着晚间打折的肉类和牛奶。 这是奥乐齐（ALDI）旗下自有美妆品牌Lacura最新推出的鱼子精华系列。2025年10月初悄然上市后，该系列迅速在社交平台引爆了声量：相关话题阅读量 短时间突破千万，部分指定门店一度售罄。12月25日补货后，"奥乐齐鱼子精华"至今仍是小红书上关于奥乐齐的第一个搜索联想词。 "我以前从来不会在超市买护肤品。"36岁的上海白领Felice这样形容自己的转变。一次偶然，她买了奥乐齐超值系列的面膜和洗面奶，原本并未抱太高期 待，"但用下来发现，感觉居然还不错。"从那之后，她开始有意识地留意这家德国超市里那一排并不起眼的护肤品货架。 价格，当 ...

Group 1 - The core viewpoint of the article is that Yonghui Supermarket has officially launched its 2026 New Year goods festival strategy in Tianjin, marking a new phase of self-operated business focusing on "product strength + scene strength" after surpassing 300 stores nationwide [1][3] - During the New Year period, Yonghui's nationwide stores saw a 200% increase in the growth of 3R ready-to-eat products, with 30 high-quality products achieving sales growth of over 100% [3] - Notable sales included Chilean cherries reaching nearly 500 million yuan, and the sales of Wuliangye 52-degree liquor increasing over 20 times compared to the previous period [3] Group 2 - Yonghui has planned a "four-wave" supply strategy to align with the different consumption rhythms and segmented demands during the Spring Festival, dynamically adding about 120 high-quality products to the 30 core explosive products for a comprehensive and scenario-based supply solution [3]

以下文章来源于和讯商业 ，作者孟圆 和讯商业 . 和讯商业团队出品，讲述商业世界的故事、逻辑和认知。 2025 年，商超杀疯了。 过去一年，胖东来、盒马、山姆三大巨头都实现了 30% 以上的增长，甚至创下新的纪录。 胖东来 年销售额超 235 亿、盒马 GMV 有望 冲 向 1000 亿、山姆 年销售额突破 1400 亿 。 另一端，家门口的老超市也在悄悄升级，产品、服务、环境等多方位的爆改，全面向新零售看齐。 然而，行业整体发展依旧承压，去年仅有不到四成的连锁超市实现销售正增长。 在这样的行业背景下，胖东来、山姆和盒马的高速增长 抓住了什么机会？ 老超市为什么要爆改？ "胖山盒"，业绩增长均超 30% 2025 年，区域零售标杆胖东来 业绩再创历史新高。 其全年销售额 达到 235.31 亿元，相较 2024 年的 169.64 亿元 同比 增长 38.71% 。 其中， 位 于许昌的时代广场店 实现 年销售额近 60 亿元、日均 销售额 超 1600 万元 ， 堪称零售行业的 "单店之王"。 拆解其收入结构，超市业务作为绝对主力，贡献了 126.43 亿元销售额，占总营收的 53.73% 。高毛利的珠宝业 ...

开业五年多，广西首家仓储式会员制超市——阿尔特麦仓储超市华南城店计划在1月底正式停止营业。 不过，购物卡、会员卡内余额只能消费、不能退款的做法，却引起了争议。律师认为，商家规定是霸王 条款，侵犯了消费者的权益。 广西最大超市本月底正式停业 2020年9月22日，在南宁开业的阿尔特麦超市华南城店，以5万平方米的占地面积，相当于7个标准足球 场大小的规模，成为广西首家会员制仓储超市，也是当时最大的超市。 最近几天，到这家超市来购物的消费者发现，超市已经打出闭店公告称，"本店因经营调整，计划在 2026年1月30日正式停止营业。" 合新闻记者查询发现，其实，这并非是该超市首次宣布停业。 律师认为商家做法属于"霸王条款" 安徽大湖律师事务所律师汪俊表示，超市以公告这类未与消费者协商的公示方式，不合理免除自身法定 退款义务，同时限制消费者对卡内余额的自主处置权，强迫消费者在1月30日前消费，排除了消费者的 退款选择权，权利义务严重不对等。 "商家的做法属于霸王条款。"汪俊认为，经营者单方面制定的逃避法定义务、减免自身责任的不平等格 式合同、通知、声明和店堂告示或者行业惯例等，限制消费者权利，严重侵害消费者利益。消费者在 ...

1月9日，中百集团（维权）盘中上涨2.03%，截至10:14，报8.03元/股，成交2.20亿元，换手率4.24%， 总市值53.20亿元。 资金流向方面，主力资金净流入1654.42万元，特大单买入1203.58万元，占比5.48%，卖出578.27万元， 占比2.63%；大单买入3614.64万元，占比16.45%，卖出2585.53万元，占比11.76%。 分红方面，中百集团A股上市后累计派现9.19亿元。近三年，累计派现0.00元。 机构持仓方面，截止2025年9月30日，中百集团十大流通股东中，香港中央结算有限公司位居第六大流 通股东，持股362.70万股，为新进股东。 中百集团今年以来股价涨5.94%，近5个交易日涨5.94%，近20日跌5.42%，近60日涨9.10%。 责任编辑：小浪快报 资料显示，中百控股集团股份有限公司位于湖北省武汉市江汉区新华路630号，成立日期1990年1月9 日，上市日期1997年5月19日，公司主营业务涉及商业零售为主业的大型连锁企业，主营连锁超市、综 合百货，涉足医药，同时经营物流配送、物业管理、进出口贸易等业务。主营业务收入构成为：商品销 售收入91.07%，其 ...

这个冬天，胖东来580元的大被子羽绒服、Costco（开市客）359.9元的32D短款羽绒服、山姆499.9元的400g充绒量的长款羽绒服，成了中产圈的"过冬新 宠"。 图源：小红书@程点点（左）、@努力努力再努力r（右）（均已获授权） "以前没发现超市羽绒服这么'香'，现在想要买还抢不着。"有网友感叹，"今年羽绒服价格动辄千元起步，有的还用飞丝充数，想买一件货真价实的羽绒 服，不容易。" 当一个有信任度背书的"大厂"出现，那些厌倦了来回对比、折腾退货的中产，便不约而同地用脚投票。 山姆服装区销售人员称："虽然没有一开门就排队抢购这么夸张，但确实羽绒服卖得比较火爆。其中，499元绒子含量80%的白鸭绒长款羽绒服，已在3天 前售罄，目前仅剩899元的鹅绒款。" 随着购买热度攀升，社交平台上很快涌现出大量"蹲守山姆羽绒服补货""求胖东来羽绒服代购"的帖子。其中，较小码数、白色成了断货榜上的高频词。 图源：小红书@可以不喜欢吗（已获授权） 超市服装区，这个曾经被时尚人士嗤之以鼻的地方，怎么就突然火起来了？三四百元的超市羽绒服，凭什么征服中产？ 超市羽绒服有多火？ 走进北京的一家山姆，有意思报告直奔服装区，没有看到想 ...

蓝色管身、银色瓶盖的鱼子精华，成分标注为"欧洲进口"。这样的组合，几乎可以来自任何一个奢华护肤品牌——它理应出现在百货商场的一楼专柜，但现 实是，它被摆在一家超市的货架上，旁边可能正堆着晚间打折的肉类和牛奶。 这是奥乐齐（ALDI）旗下自有美妆品牌 Lacura 最新推出的鱼子精华系列。2025年10月初悄然上市后，该系列迅速在社交平台引爆了声量：相关话题阅读量 短时间突破千万，部分指定门店一度售罄。12月25日补货后，"奥乐齐鱼子精华"至今仍是小红书上关于奥乐齐的第一个搜索联想词。 "我以前从来不会在超市买护肤品。"36 岁的上海白领 Felice 这样形容自己的转变。一次偶然，她买了奥乐齐超值系列的面膜和洗面奶，原本并未抱太高期 待，"但用下来发现，感觉居然还不错。"从那之后，她开始有意识地留意这家德国超市里那一排并不起眼的护肤品货架。 价格，当然是最直接的原因。Lacura 鱼子精华系列中，精粹露和洁面乳定价 19.9 元，精华液和面霜为 49.9 元，5 片装的鱼子精华免洗面膜只需 14.9 元。即 便将 7 件核心单品全部收入囊中，花费也不过 200 元出头。作为对照，被频繁提及的"外观和定位都极为 ...

为接住这波入境游红利，大润发平型关店也从商品、服务、支付等多维度进行优化，专门开辟热门商品 区域，店内动线指示、商品说明、服务提示均配备中韩双语标识，循环播放双语导览；开设韩国游客结 账通道，支持Kakao Pay、UnionPay等常用支付方式，更推出Kakao Pay支付满300减25元的专属优惠， 还联合中国银行实现满200元可享9%即时退税，九成服务于韩国游客。出口处的中韩双语打车指南，也 详细标注了前往两大机场的预估车费，成为游客参考。 自从中韩免签政策实施以来，位于上海静安区的大润发平型关店，在韩国社交平台持续发酵，变身红遍 韩网的"宝藏打卡地"，日均接待韩国游客200-300人，周末高峰更达500余人次之多，成为上海入境游市 场的独特风景线。 这场"网红打卡地"的起点，源于一袋高性价比的夏威夷果。据门店工作人员介绍，最早有韩国游客发现 店内某品牌夏威夷果价格仅为韩国本地的一半，随即拍摄视频分享至Naver——韩国最热社交平台。随 着口碑持续升温，越来越多的韩国游客慕名而来，将大润发超市视为"免税店的延伸"，拖着行李箱进店 扫货。 如今，这里已登顶韩国互联网巨头平台Kakao Pay上海打卡路线图 ...